Mcclelland’s Need Theory & Vroom’s Expectancy Theory

Mcclelland’s Need Theory

David McClelland discovered the need theory; a psychologist, a person's particular needs are learned over experience and formed by one's real-world experience. It is also recognized as the “Three Needs Theory or the Learned Needs Theory.” This approach helps you identify the significant motivators of your team members. Such information may impact establishing objectives, giving feedback, and inspiring and motivating teammates (Osemeke & Adegboyega, 2017).

As per McClelland's need achievement theory, some people are driven to succeed because they want "individual accomplishment rather than rewards themselves." The concept is readily applicable in learning environments. It illustrates how certain teachers, whatever the problems, are great talents: they set high standards for themselves, and reaching these objectives encourages people (Rybnicek, et al., 2019). 

Studying McClelland's need theory can help the management recognize the needs of the employees, enabling them to place the employees in environments that allow them to thrive and accomplish their goals.

Need for Affiliation 

Based on the affiliate concept, people want to enter a company and be welcomed by others. This concept may help managers determine if a person will fit in perfectly in a group and grow from the encounter. Workers driven by connection nearly usually possess reached maturity communication abilities, which might help them form solid and lasting bonds among their coworkers. People love humans since they are highly social that want to speak and interact with others. Consequently, people with these needs wish to maintain solid social links, feel connected to others, and help and comfort others in moments of need.

Need for Achievement 

Certain employees are intrinsically motivated to pursue success and distinction. Such folks are inclined to be ambitious and hardworking. People frequently require acknowledgment and feedback on their performance after completing a job. “Employee of the month awards” may help motivate these people at work.

Need for Power 

Several individuals strive to influence others, affect their coworkers, and positively impact their work environment. Such employees often like directing a group of people, distributing tasks, and arranging events. They can strive to encourage their teammates to achieve both short-term and long-term goals. Enabling such individuals to exercise their leadership capabilities may motivate many coworkers, leading to workplace satisfaction. They are typically forceful, demanding, practical/realistic, and like to engage in discussions.

Consequently, McClelland's Needs Theory posits that these three basic requirements substantially influence a person's efficiency and motivation.

Vroom’s Expectancy Theory 

Victor. H. Vroom created Vroom's Expectancy Theory, which held that individuals are driven to do activities to attain a goal to the degree that they anticipate that particular actions on their behalf would help them achieve the objective. Based on the expectancy assumption, individuals will participate in certain activities if they feel they would lead to beneficial outcomes. Anyone may apply the expectation theory to boost employee efficiency, energy, or effectiveness. For instance, the corporation can briefly raise workers' hourly pay to motivate them to work longer hours to finish a task (Lunenburg, 2011).

Vrooms' expectation theory states that behavior is the product of decisions that can be emphasized. The objective is to promote employee satisfaction and lowering staff turnover. Personal characteristics like character and talents have an impact on efficacy. The theory also contends that a person's motivation involves competence, motivation, and endeavor, supported by aspects like sensitivity, utility, and expectancy. The further effort put in at the job, the greater the accomplishment.

Expectancy

The assumption here is that more tries will lead to a more notable accomplishment, i.e., if I keep trying, it will be great. It is determined by having adequate materials (e.g., raw materials, time).

• Possessing the required management talents for the job.
• Obtaining the essential skills to execute the work (for example, manager assistance or proper job knowledge).

Instrumentality

The assumption is that if you succeed effectively, the outcome will benefit me. Such that it helps me if I perform a good job. Elements like clear awareness of the relationship between results and performance, like the regulations of the incentive games, impact it.'

• Establish trust in the people who will determine who receives what outcome
• Integrity in the procedure decides who gets what effect.

Valence

The person's valence is their weight on the expected outcome. For instance, when an individual is profit motivated, they may reject offers of more excellent time off.

Vroom's Expectancy Theory is founded on the concept that an individual's conduct is the outcome of his choices about the alternate course of action, which is tied to the mental events that occur concurrently with the activity. This indicates that a person chooses one conduct over another to achieve the desired effects (Miner, 2005). Thus, Vroom's Expectancy Theory is based on the cognitive model of how a person interprets the many parts of motivation. This theory is called VIE since it is based on valence, usefulness, and expectation.

Reference List

Heneman, H. G. & Donald P., S., 1972. Evaluation of research on expectancy theory predictions of employee performance.. Psychological Bulletin, .

Lunenburg, F. C., 2011. Expectancy Theory of Motivation: Motivating by Altering Expectations. International Journal of Management, Business and Administration, 15(1), pp. 1-6.

Miner, J. B., 2005. Organizational Behavior: Essential theories of Motivation and Leadership. s.l.:M.E. Sharpe.

Osemeke, M. & Adegboyega, S., 2017. Critical Review and Comparism between Maslow, Herzberg and McClelland's Theory of Needs. Funai Journal of Accounting, 1(1), pp. 161-173.

Rybnicek, R., Bergner, S. & Gutschelhofer, A., 2019. How individual needs influence motivation effects: a neuroscientific study on McClelland’s need theory. Review of Managerial Science , 13(2), p. 443–482.